Lesson 2.

4: Communicating Functions

Lesson Summary
This lesson introduces to students the nature of communication; its different forms, barriers,
techniques and its importance to management information system.

Learning Outcomes
1. Describe the nature of communication; functions of communication and the steps in
communication process;
2. Contrast the various forms of communication.
3. Identify the barriers to communication and examine ways to overcome these barriers.
4. Evaluate techniques for communicating in organizations and recognize the importance of
management information system.

Motivation Question

What is communicating as a managerial function?

Discussion

Introduction

People organize themselves into groups to facilitate the achievement of objectives. The
synchronization of activities will make the organization more effective and efficient. This may b e
made possible, however, if each member knows exactly what his responsibilities are, where and
when his actions will be required, and how intense his actions should be.
Proper understanding of responsibilities is a function, of effective communication. A
person will perform according to what he perceives to be his role and the right perception of
roles happens with sufficient motivation. The success of efforts to motivate, however, will depend
on whether or not they are properly communicated.
Management must determine if the communication· mechanism is used effectively. The
answer must be in the affirmative, because if not, the company can expect difficulties, if it is not
yet experiencing some of them.
What is communication?
Communication is the process· of sharing information through verbal and nonverbal
means, including words, messages, and body movements.
Communication may happen between superior and subordinate, between the manager
and the customer, between an employee and a government representative, and so on. It may be
done face-to-face, or through printed materials like and books, newspapers or through· electronic
devices like the telephone and the computer.
Good management dictates that communication must be made for a purpose, and
because it has cost attached to it, it must be used effectively.
Communication happens regardless of the time and the distance involved in the actual
delivery of the message. For instance, a person may record a message to be played to an
audience many light years away and thousands of years later.
Functions of Communication
1. Informal Function. Information provided through communication may be used in decision
making at various work levels in the organization. A construction worker, for instance, may
be given instructions on the proper use of certain equipment. This will later provide him
with a guide in deciding which equipment to use in particular circumstances.
2. Motivation Function. Communication if also oftentimes used as a means to motivate
employees to commit themselves to the organization’s objectives. When objectives are
clearly stated, direction is provided, and achieving them becomes a matter of course.
3. Control Function. When properly communicated, reports, policies, and plans define roles;
clarify duties, a authorities and responsibilities. When this happens, effective control is
facilitated.
4. Emotive Function. When feelings are repressed in the organization, employees are
affected by anxiety, which in turn, affects performance. Whatever types of emotions are
involved, whether satisfaction, dissatisfaction, happiness, or bitterness, communication
provides a means to decrease the internal pressure affecting the individual.

The Communication Process

The communication process consists of eight steps, which are as follows:
1. Develop an Idea. The most important step in effective communication is developing an
idea. It is important that the idea to be conveyed must be useful or of some value.
2. Encode. The next step is to encode the idea into words, illustrations, figures, or other
symbols suitable for transmission. The method of transmission should be determined in
advanced so that the idea may be encoded to conform to the specific requirements of the
identified method. An example of an encoded message is shown below.

Figure 2.4.a A model of the Communication Process

3. Transmit. After encoding, the message is now ready for transmission through the use of an
appropriate communication channel. Among the various channels available for
transmission are the spoken word, body movements, the written word, television,
telephone, cellular phone, computer radio, artist’s painting, the movies, sound recording,
and some others.
Proper transmission is very important so the message sent will reach and hold the
attention of the receiver. To achieve this, the communication channel must be free of
barriers, or interference.
4. Receive. The next step in the communication process is the actual receiving of the
message by the intended receiver. The requirement is for the receiver to tune in to
receive the message, which may be done through listening or by other means.
The message may initially be received by a machine or by a person. In any case,
the attempt to communicate is blocked when the machine is no turned on or tuned in to
receive the message, or the person assigned to receive the messages does not listen or
pay attention properly.
5. Decode. Decoding means translating the message from the sender into a form that will
have meaning to the recipient. If the receiver knows the language and terminology used in
the message, successful decoding may be achieved.

Figure 2.4. b Examples of Encoded and Decoded Information

6. Accept. The next step is for the receiver to accept or reject the message. Sometimes,
acceptance or rejection is partial. An example is provided as follows:
A newly hired employee was sent to a supervisor with a note from his superior
directing the supervisor to receive the employee into his unit and to provide the necessary
training and guidance. As the supervisor feels that he was not consulted in the hiring
process, he thinks that his only obligation is to accept the employee in his unit and
nothing more. The factors that will affect the acceptance or rejection of a message consist
of ·the following:
a. the accuracy of the message;
b. whether or not the sender has the authority to send the message and/ or require
action; and
c. the behavioral implication for the receiver.
7. Use. The next step is for the receiver to use the information. If the message provides
something of importance to a relevant activity, then the receiver could store it and
retrieve it when required. If the message requires a certain action to be made, then he
may do so, otherwise, ·he "discards it as soon as it is received. All of the abovementioned
options will depend on how the message is perceived by the receiver.
8. Provide Feedback. The last step in the communication process. is for the receiver to
provide feedback to the sender. Depending on the perception of the receiver however, this
important step may not be made. Even if feedback is relayed, it may not reach the original
sender of the message. This may be attributed to the effects of any of the communication
barriers.
Forms of Communication:
1. Verbal Communication. These are those communications that are transmitted through
hearing or sight. These modes of transmission categorized verbal communication into two
classes – oral and written.
Oral communication is a form of communication transmitted through speech in
personal conversation, speeches, meetings, lectures, voice mail, telephone, and video
conferences.
An alternative to oral communication, the written communication is sometimes
preferred to the oral communication because of time and cost constraints. When a sender,
for instance, cannot personally meet or call the receiver due to some reason, a written
letter or memorandum is prepared and sent to the receiver. The sender of the written
communication has also the advantage of reaching mass audiences. Apart from the
written letter, written communication also takes the form of leaflets, pamphlets, books,
billboards, newspapers, magazines, and so on.
The written communication, however, has limitations; to remedy these, some
means are devised. Perfume advertisers, for instance, lace their written message with the
smell of their products. In the same light, the design of the now popular Christmas card is
an attempt to enhance the effects of the written note.
2. Nonverbal Communication. These are those that are made through facial expressions,
body movements, eye contact, and other physical gestures. Nonverbal expression conveys
many shades of meaning and it is to the advantage of the communicator to understand
what message is relayed.

The Barriers to Communication

Various factors may impede the efficient flow of communication. Any or all of these factors
may, at any stage derail the process. Even if the message is transmitted by the channel, the
timing and the meaning of the message may be affected by some factors. The barriers to
communication may be classified generally as:
1. Personal Barriers. These are hindrances to effective communication arising from the
communicator's characteristics as a person, including emotions, values, poor listening
habits, sex, age, race, socioeconomic status, religion, education, and so on.
Emotion cloud the communicator’s ability to correctly judge the real meaning of
messages received, assuming that this could even be received at all. People with different
values will find it. hard to communicate with each other. Poor listening habits of a ·receiver
frustrate the communication efforts of the sender. The sex, age, race, socioeconomic
status, religion, and education of both the sender and the receiver provide formidable
barriers to effective communication.
2. Physical Barriers. These are interfaces to effective communication occurring in the
environment where the communication is undertaken. The very loud sound produced by a
passing jet temporarily drowns out the voice of a guest delivering a speech. Such
distraction does not allow full understanding of the meaning of the entire message and is
an example of a physical barrier.
A communication channel' that is overloaded may also prevent important
information to reach the intended user. Another physical barrier to communication is poor
timing. For instance, how may one expect a person who has just lost a loved one to
immediately accept to a personal request from a fellow employee?
3. Semantic Barriers. Semantic is the study of meaning as expressed in symbols. Words,
pictures, or actions are symbols that suggest certain meanings. When the wrong meaning
has, been chosen by the receiver, misunderstanding occurs. Such error constitutes a
barrier to· communication. For example, the words "wise" and "salvage" will be interpreted
differently by an English speaking foreigner from the way the Filipinos, interpret them.

Overcoming Barriers to Communication

When communication barriers threaten effective performance, certain measures must be
instituted to eliminate them. To reduce or totally eliminate problem due to noise, selective
perception, and distraction, the following are recommended:
1. Use feedback to facilitate understanding and increase the potential for appropriate action.
2. Repeat messages in order to provide assurance that they are properly received.
3. Use multiple channels so that the accuracy of information may be enhanced.
4. Use simplified language that 'is easily understandable and which eliminates the possibility
of people getting mixed-up with meanings.

Techniques for Communicating in Organizations

Communication may be classified as to the flow of the message, which is as follows:
downward, upward, or horizontal. Each of the type of message flow has its own purposes and
techniques.

Figure 2.4.c Message Flow and Areas of Concern

1. Downward Communication. This refers to message flow from higher levels of authority to
lower levels. Among the purposes of downward communication are:
a. To give instructions;
b. To provide information, about policies and procedures;
c. To give feedback about performance; and
d. To indoctrinate or motivate.
Among the techniques used in downward communication are letters, meeting,
telephone, cellular phones, manuals, handbooks, and newsletters.
Letters are appropriate when directives are complex and precise actions are
required. when orders ·are simple but the result depends largely on employee morale,
techniques that provide personal interchange like meetings, telephones and cell phones
are appropriate. Modern technology has made it possible for people to hold meetings even
if they are thousands of kilometers apart from each other.
Manuals are useful sources of information regarding company policy, procedures;
and organization. Unlike using persons as sources of information, manuals '' do not take a
break" and may be made available anytime needed.
Handbooks provide more specific information about the duties and privileges of the
individual worker. Like manuals, it also has the advantage of being made available
anytime needed.
Newsletters provide a mixture of personal, social, and work related information.
Articles about new hirings, promotion, birthdays of employ questions and answers about
work related issues are presented.
2. Upward Communication. Management needs to provide employees with all the necessary
material and nonmaterial support it can give. A requisite, however, is for management to
know the specific needs of the employees. This requirement is the primary reason for
upward communication. Upward communication refers to message flows from persons in
lower-level positions to persons in higher-level positions. The messages sent usually
provide information on work progress,, problems encountered, suggestions for improving
output and personal feelings about work and non-work activities.
Among the techniques used in upward communication are formal grievance
procedures, employee attitude and opinion surveys, suggestions systems, open-door
policy, informal group sessions, task forces ad exit interviews.
a. Formal Grievance Procedure. Grievances are part of a normally operating organization. To
effectively deal with them, organizations maintain a system for employees to air their
grievances.
Ivancevichv (2001) defines grievance as "complaint, whether valid or not, about an
organizational policy, procedure, or managerial practice that creates dissatisfaction or
discomfort." A grievance includes any employee’s concern over a perceived violation of
the labor agreement that is submitted to the grievant procedure for eventual resolution.
Grievances represent an open, upward communication channel whereby employees can
offer suggestions to management.
Depending on the size and nature of the company, the grievance procedure may
consist of a single step or a number of steps. Companies with a collective bargaining
agreement with the union must refer to the grievance procedure spelled out in the law on
labor relations.
b. Employees Attitude and Opinion Surveys. Finding out what the employees think about the
company is very important. The exercise, however, requires expertise and the company
may not be prepared to do it. If the organization's operation is large enough to justify such
activity, then it must be done. If the assistance of an outside research firm is considered, a
benefit-cost analysis will be most useful in determining the right action to consider.
c. Suggestion Systems. Suggestions from employees are important sources of costsaving
and production-enhancing ideas. Even if majority of the suggestions are not feasible, a
simple means of acknowledging them contributes to employee morale.
d. Open-Door Policy. Even on a limited basis, it provides the management with an
opportunity to act on difficulties before they become full-blown problems.
e. Informal Gripe Sessions. These can be used positively if management knows how to
handle them. When employees feel free to talk and they are assured of not being
penalized for doing so then management will be spared of using lots of efforts in
determining the real causes of problems in the company.
f. Task Forces. When a specific problem or issue arises, a task force may be created and
assigned to deal with the problem or issue. Since membership of task forces consists of
management and non-management personnel, integration and teamwork are fostered,
creativity is enhanced, and interpersonal skills are developed.
g. Exit Interview. When employees leave an organization for any reason, it is to the
advantage of management to know the real cause of such action. If there are negative
developments in the organization that the management is not aware of, exit interviews
may provide important clues.

Management Information System

Management information system (MIS) may be defined as an organized means of
providing past, present, and projected information on the company’s internal operations and
external intelligence for use in decision making.

Figure 2.4.d The MIS and the Various Departments of the Organization

The MIS used currently by corporate firms consists of written and electronically based
systems for sending reports, memos, bulletins, and the like. The system allows managers of the
different departments within the firm to communicate with each other.
The Purpose of MIS:
1. To provide a basis for the analysis of early warning signals that can originate both
externally and internally;
2. To automate routine clerical operations like payroll and inventory reports;
3. To assist managers in making routine decisions like scheduling orders, assigning orders to
machine, and reordering supplies; and
4. To provide the information necessary for management to make strategic or non-
programmed decisions.

Summary
Communicating is a vital function of the manager. Organizations cannot function properly
without effective communication. If required outputs must be realized, communication must be
managed.
Communication is used to serve the information function, motivation function, control
function, and emotive function of an organization.
The communication process consists of various steps namely, develop and idea, encode,
transmit, receive, decode, accept, use, and provide feedback.
The forms of communication are verbal and non-verbal.
The barriers to communication may be classified as personal, physical, or semantic. These
may be eliminated or minimized by using feedback, repeating messages, using multiple
channels, and using simplified language.
The communication flows are downward, upward, or horizontal.
Management information systems are useful means of communication.

Learning Tasks/Activities No. 2.4

Answer the following questions:
1. Discuss the value of communication to manager’s relationship with its subordinates.
2. Contrast the various forms of communications.
3. Cite ways to minimize or eliminate barriers to communication.
4. Cite new ways firms are employing to communicate.
5. Assess the value of management information system in improving communication.

Assessment No. 2.4

Identification.
1. A factor that will affect the acceptance or rejection of a message. ____________
2. The last step in the communication process. _______________
3. Hearing the words of the sender. _____________
4. A noisy sound system. _____________
5. A way of overcoming barriers to communication. ______________
6. May be done through electronic devices. ______________
7. A function of communication. ______________
8. Forwarding message through appropriate communication channels. _____________
9. Mannerism of all kinds. ____________
10.Interpreted as “not open to change”. ___________